2017 SUPPLY CHAIN WORLDWIDE - GEODIS

SUPPLY CHAIN WORLDWIDE SURVEY

2017

SUMMARY

02 Survey Methodology

04 2017 Supply Chain Portrait

06 Supply Chain trends & challenges

07 Stay competitive and on top of customers’ demand: Two major constraints that Supply Chain needs to tackle

08 Due to increasing constraints, Supply Chain has been moving from cost-oriented to demand and value-oriented objectives

10 To handle the wide range of challenges faced by Supply Chain, best performing companies have positioned its management at a strategic level

11 The multiplication of roles and objectives to be achieved has led to the growing complexity of Supply Chain

12 To cope with the complexity of their Supply Chain, companies share an ambition to increase end-to-end visibility

14 A low effi ciency of Supply Chain monitoring seems to hinder the extended visibility ambition

15 In this demanding environment, data management is identifi ed as the technological priority by Supply Chain stakeholders

16 Agility and active innovation still have a moderate impact on Supply Chain processes

17 The necessary degree of specifi c knowledge required to tackle Supply Chain issues indicates outsourcing as a solution

18 Executive Summary

SUPPLY CHAIN WORLDWIDE SURVEY

2017

As a partner in business growth of nearly 150,000 clients, from local SME companies to multinational corporations, GEODIS is fully aware that building an effi cient supply chain management structure is a daily challenge, particularly in the current environment of geopolitical and economic uncertainty. After our first successful global survey on Supply Chain, which we carried out in 2015 and the fi ndings of which we used internally, it has been decided to publish for general public consumption the results of this second edition.Through this initiative, we wish to share the latest insight about Supply Chain challenges that face market stakeholders and to show where they feel the potential for improvement could be found. We sincerely thank all the respondents to this survey for their valuable input, an analysis of which we now present in this white paper.

GEODIS - 2017 SUPPLY CHAIN WORLDWIDE SURVEY 01

GENERAL OVERVIEWThe 2017 Supply Chain Worldwide Survey has been led from October to December 2016 by an independent research institute, collecting 623 professional feedbacks from 17 countries, split in 3 geographical areas:

32%• Brazil• Canada• Mexico• United States

of America

AMERICA

• France• Germany• Italy• Netherlands• Spain• United Kingdom

EUROPE 33%

SURVEY METHODOLOGY

02 GEODIS - 2017 SUPPLY CHAIN WORLDWIDE SURVEY

SAMPLE PRESENTATION

Respondents have been selected from the research institute database for their knowledge of Supply Chain challenges and their level of responsibilities.

35%• Australia• China• India• Indonesia• Japan• Singapore• South Korea

ASIA PACIFIC INDUSTRIESNumber of fi rms/sector

• Chemical, Pharmaceuticals, Biotech

• Consumer goods, FMCG

• Aerospace, Defense

• Energy, Utilities

• High-tech, Electronics

36

%

15% 9%

20

%

20%

7%

22

%

16% 21%

18%

17%

• 100-200• 200-500• 500-1,000• 1,000-5,000• Above 5,000• No answer

Turnover in millions $COMPANIES SIZE

26

%

30%

28%

17%

Number of employees

COMPANIES SIZE

• 250-500• 500-1,000• 1,000-5,000• Above 5,000


SUPPLY CHAIN PORTRAIT

A STRATEGIC FIELD…

Not long ago, Supply Chain was mostly about delivering products on-time and in-full. Today, it covers a larger range of objectives, dedicated to enhancing fi rms’ growth and competitiveness.

Thus, the Supply Chain function has started its mutation to position itself as a crucial lever for business performance.

67%of Supply Chain leaders are

positioned either at Top-Management or Corporate level

57%of fi rms consider their Supply Chain

as a competitive advantage, enabling the development of their company

66%of fi rms dedicate between 5% and 15% of their turnover to

Supply Chain spends

All of the Top 5 technology priorities for Supply Chain are related to data management (data analysis, Internet of Things, cloud computing, info security, predictive analytics).

2017


… BUT A COMPLEX ONE

70%of fi rms consider their Supply Chain as very

or extremely complex

74%of fi rms use 4 or 5 different

transportation modes among their Supply Chain. The top two are Road

Full Truckload and Air Freight

The Supply Chain is mostly organized at a regional (46%) level or decentralized to Business Units (27%), multiplying the number of stakeholders and intermediaries.

81%of fi rms are using 1 to 3 KPIs to assess their Supply Chain

performance

Full visibility over Supply Chain (from suppliers of suppliers to clients of clients) has progressed from the 6th SC strategic priority in 2015 to the 3rd position in 2017, but only 6% of fi rms have reached this target.


SUPPLY CHAIN TRENDS & CHALLENGES


STAY COMPETITIVE AND ON TOP OF CUSTOMERS’ DEMAND: TWO MAJOR CONSTRAINTS THAT SUPPLY CHAIN NEEDS TO TACKLE

Over the last few years, developments such as volatile market conditions, globalization of exchanges or radical transformation in demand patterns and consumption behaviors have gained infl uence.

In this context, survey respondents emphasize their need to stay competitive. Their concern is primarily the containment of their costs (32%), which is a necessary requirement as they are increasingly called upon to face global competition (28%).

On the other hand, they must cope with the challenges of a dynamic market environment: adapt to changeable customer expectations on quality (27%) and improve their capability to reduce delivery times to customers (26%).

As a consequence, respondents also position the need to develop a reliable logistics infrastructure (24%) as a major business requirement.

Supply Chain is directly impacted by these restrictions, which highlights the necessity to investigate Supply Chain optimization levers and/or opportunities.

Companies want to implement a reliable Supply Chain where quality and compliance are guaranteed.

In addition to this solid organization, they also strive for fl exibility and cost effi ciency, both items directly related to specifi c market constraints.

TOP 5 BIGGEST FUTURE CHALLENGES OF SUPPLY CHAIN

1 Develop a long-lasting and consistent Supply Chain

2 Improve quality and compliance

3 Improve Supply Chain fl exibility

4 Realize costs savings

5 Deal with innovation and technological disruption

TOP 5 MOST IMPORTANT MARKET CONSTRAINTS

• 2017 • 2015

Contain cost increases (raw material cost,

labor cost...)

Face global competition

Adapt to changes in customer expectation

on quality

Develop reliable logistics infrastructure

33%

32%

27%

28%

26%

27%

25%

26%

23%

24%

Meet customer expectation on reduced

transit times


DUE TO INCREASING CONSTRAINTS, SUPPLY CHAIN HAS BEEN MOVING FROM COST-ORIENTED TO DEMAND AND VALUE-ORIENTED OBJECTIVES

2017 RANK

2015 RANK

SHARE OF RESPONDENTS EVOLUTION

Ensure OTIF (On-Time, In-Full) deliveries #1 #1

Improve product availability or delivery #2 #2

Improve end-to-end Supply Chain visibility #3 #6

Optimize inventory costs #4 #7

Reduce transport and warehousing costs #5 #4

The historical Supply Chain standard goal, OTIF (On-Time, In-Full) remains the fi rst choice of respondents. Similarly, cost reduction has been a traditional Supply Chain ambition.

However, with the multiplication of challenges, the primary goals are becoming more diversifi ed and are progressively moving towards to a full menu of items contributing to operational effi ciency and a capability to respond effectively to customer demand.

To a lesser extent, respondents pointed out the need for technological innovation as a signifi cant target of their Supply Chain.

The wider range of objectives now asked of Supply Chain explains the desire of companies to develop extended visibility.

TOP 5 OBJECTIVES ASSIGNED TO SUPPLY CHAIN (INDEX 2017 VS 2015)


TOP OBJECTIVES ASSIGNED TO THE SUPPLY CHAIN (INDEX)

Among these propositions, which ones are the main objectives of your Supply Chain?

2015 2017

• Operational effi ciency • Demand • Costs • Risks • Regulations

Ensure OTIF (on-time, in-full and no error) deliveries

Improve product availability or delivery

Optimize Cash fl ows

Reduce transport and warehousing costs

Adapt to volume growth, new product launches

Improve end-to-end Supply Chain visibility

Optimize inventory costs

Manage more frequent deliveries & new consumption models

Innovate and anticipate technological disruptions

Reduce sourcing risks

Transform fi xed costs into variable costs

Respect ethical, societal and security rules

Handle legal, customs and regulation changes

Support globalization

Reduce carbon footprint

0 5 10

Ensure OTIF (on-time, in-full and no error) deliveries

Improve product availability or delivery

Improve end-to-end Supply Chain visibility

Optimize inventory costs

Reduce transport and warehousing costs

Optimize Cash fl ows

Adapt to volume growth, new product launches

Innovate and anticipate technological disruptions

Reduce sourcing risks

Respect ethical, societal and security rules

Manage more frequent deliveries & new consumption models

Handle legal, customs and regulation changes

Support globalization

Transform fi xed costs into variable costs

Reduce carbon footprint

0 5 10Strategic orientation

CO

STS

VA

LUE


TO HANDLE THE WIDE RANGE OF CHALLENGES FACED BY SUPPLY CHAIN, BEST PERFORMING COMPANIES HAVE POSITIONED ITS MANAGEMENT AT A STRATEGIC LEVEL

As its perimeter broadens, Supply Chain has naturally become a key component of companies’ activities. And the most profi table companies have not ignored this fact.

77% of companies dedicate more than 5% of turnover to Supply Chain (43%, more than 10%).

From a management perspective, 67% of Supply Chain leadership positions are held by Top Management or at C-Level. Having a senior sponsor makes it easier to align companies’ strategic objectives with those assigned to Supply Chain.

This choice seems to correlate with the profi tability of companies. Those that have chosen to appoint a Supply Chain leader as board member are more likely to see their EBIT level rise (see top adjacent chart).

Meanwhile, companies with a head of Supply Chain as a middle manager seem less profi table.

57% of fi rms perceive Supply Chain as a competitive advantage, enabling the development of the company and not only as an opportunity to optimize cost.

This positive mindset surrounding the value creation role of Supply Chain appears benefi cial to fi rms’ profi tability (see bottom adjacent chart).

POSITION OF THE HEAD OF SUPPLY CHAIN ACCORDING TO EBIT

• C-Level or Top Management • Middle Management

61%

39%

0% to 5%

0% to 5%

63%

36%

5% to 10%

5% to 10%

74%

24%

10% to 15%

10% to 15%

23%

74%

15% to 25%

15% to 25%

EBIT (% to)

EBIT (% to)

LEVEL OF EBIT ACCORDING TO SUPPLY CHAIN PERCEPTION

• Cost to optimize • Competitive advantage

44%

59%63% 66%

Share of fi rms which perceive Supply Chain as a…


THE MULTIPLICATION OF ROLES AND OBJECTIVES TO BE ACHIEVED HAS LED TO THE GROWING COMPLEXITY OF SUPPLY CHAIN

70% of respondents have assessed their Supply Chain as very or extremely complex.

This complexity occurs at all levels of Supply Chain as a result of various factors, such as: - Global exchanges (see bottom adjacent

chart)- Multiplication of fl ows: 74% of fi rms use

more than 4 transportation modes within their Supply Chain

- Decentralized organizations; devolving control to Regions or Business Units

- Multiplication of inbound/outbound partners

- Extensive use of external logistics service providers: on average, 79% of fi rms work with one or several external suppliers along their Supply Chain. Outsourcing to multiple players is an increasing trend

- Diversity of national regulations- E-commerce & same day delivery

demands- Emergence of reverse logistics and

circular economy- Merger & Acquisition activity

The Aerospace industry is an illustrative example of this growing complexity: with an average of 3 million parts by plane and four levels of suppliers ranging from raw materials to aircraft manufacturers. This complexity is due to multi-sourcing policies; 24/7 spare parts availability; the proliferation of regulations; cabin customization and frequent M&A activity. The pressure on each player’s Supply Chain is intense in a market that doubles in size every 15 years.

SUPPLY CHAIN HAS A WIDE DIVERSITY OF INTERLOCUTORS WITHIN COMPANIES’ ORGANIZATION

SUPPLY CHAIN COMPLEXITY IS INCREASED BY ITS WORLDWIDE ORGANIZATION

Example: Shipping locations of North American Supply Chains (Supply, manufacturing or distribution)

88%

22%

19%

16%

12%

9%

North America

South America

South Korea - Great China - Japan

Other Asian countries

Western Europe

Eastern Europe(inclu. Russia)

Middle East - Africa

Australia

For example, 22% of North

American companies have exchanges

with South America through their Supply

Chain processes

Purchasing

MarketingStrategy

Finance Controlling

Customer services

Legal,ComplianceProduction

Operations

Sales & Business

Development

SUPPLY CHAIN DEPARTMENT

Teams in relation with Supply Chain decision makers

30%

43%


TO COPE WITH THE COMPLEXITY OF THEIR SUPPLY CHAIN, COMPANIES SHARE AN AMBITION TO INCREASE END-TO-END VISIBILITY

77% of the fi rms asked have either no visibility or a restricted view. Only 6% have complete visibility.

In the experience of GEODIS, full visibility of a Supply Chain incorporates a wide range of fl ows (physical, logical, fi nancial) throughout both the entire supply and value chains. In addition, real-time monitoring has also become a crucial asset in achieving this visibility.

Overall, improving end-to-end visibility enables complexity in Supply Chain to be tackled as it leads to: - A closer collaboration with partners

and a reduction in disputes- Better risk anticipation- Enhanced fl exibility- An extended degree of control over processes

- Elevated customer satisfaction- Higher profi tability

EBIT (% turnover)

0% to 5%

8%

13%

> 25%

25%

4%

5% to 10%

25%

35%

10% to 15%

20%

26%

15% to 25%

20%

11%

25% of fi rms with a full

visibility on their Supply Chain have an EBIT over 25%

of turnover

IMPACT OF VISIBILITY ON EBIT RESULTS

• No or restricted visibility (On production to 2 steps visibility)

• Full visibility(From suppliers of suppliers to customers of customers)

VISIBILITY OVER SUPPLY CHAIN

15% Visibility on the production only

* 1 Step ex: From Production to clients - 2 Steps ex: From Suppliers of suppliers to production

6% Full visibility

17% Extended visibility (3 to 4 steps)

62% limited visibility (1 to 2 steps*)

Suppliers of suppliers

Customers of customers

INBOUNDINTERNAL

OUTBOUND

CompanySuppliers Customers


Extended visibility in Supply Chain is for respondents a growing ambition (from 6th on the list of primary objectives in 2015 to 3rd in 2017). To achieve this end-to-end visibility, respondents’ main focus remains on the inbound process.

Most companies (44%) have transversal visibility between suppliers and clients.

Top areas of improvement in visibility are before and after the production stage- Suppliers: 39% of fi rms considered these

areas a priority in 2015 and 41% in 2017- Clients: 18% of fi rms considered them as

a priority in 2015 and 22% in 2017

Regarding strategic focus related to each specifi c stage, respondents have underlined a will to establish more fl uidity along the value chain: - For Supplier-focused (inbound), priority

is given to the availability and quality of products

- For Production-focused, the main objective is to improve distribution within production facilities

- Customer-oriented respondents (outbound) mostly value reactivity and agility as well as OTIF delivery

In addition to simplifying processes, there is a strategic challenge for the Supply Chain function to have complete transparency in the product lifecycle, a clear view at all stages from the suppliers of suppliers to the fi nal consumer. Achieving this is a decisive advantage to reach operational and cost effi ciency.

PRIORITY FOR THE VISIBILITY IMPROVEMENT

Given the opportunity to improve visibility for one stream of your Supply Chain (inbound, outbound, production), which would be your top priority?

• Suppliers/ Inbound

• Your production• Clients/

Outbound

22%

37%

41%

STRATEGIC VISIBILITY FOCUSES

Secure quality and availability of products

Improve traceability of fl ows

Secure costs

26%

16%

44%

Suppliers

Improve provisioning among the production facilities

Improve traceability of fl ows

Decrease production time

28%

20%

34%

Production

Optimize agility of the Supply Chain distribution to meet OTIF

Optimize forecasts and information sharing

Reduce costs

29%

19%

41%

Clients


A LOW EFFICIENCY OF SUPPLY CHAIN MONITORING SEEMS TO HINDER THE EXTENDED VISIBILITY AMBITION

The diversity of KPIs used to monitor Supply Chain is associated with its increasing number of strategic objectives to be reached. Supply Chain can no longer be monitored from a single perspective.

Therefore, a wide range of indicators is now used to track operational effi ciency (OTIF, lead time), fi nancial performance (return on investment, cost reduction) or customer satisfaction (return rate) in accordance with individual companies’ strategic priorities.

Meanwhile, fi rms still seem to have a restricted perception of their Supply Chain performance, as only 1 to 3 KPIs are usually tracked (41% of respondents even use 1 single KPI). This is obviously not enough to produce a reliable assessment of their performance and then make the appropriate decisions.

The lack of homogeneity in Supply Chain measurement methodologies can also generate operational complexity and issues. For instance, different measurement methodologies could be applied in distinct regions or Business Units within a single fi rm, making corporate management ineffi cient.

According to the survey, the use of numerous KPIs correlates directly with profi tability in a positive way (see adjacent chart). Thus, 28% of companies with an EBIT level over 15% use at least 4 KPIs.

This observed lack of monitoring leads to a misperception in Supply Chains’ self-evaluation. Firms are indeed systematically positioning themselves at or above the market level for each KPI.

KEY PERFORMANCE INDICATORS (KPI) USED TO MONITOR SUPPLY CHAIN

Delivery performance (OTIF)

Cost reduction

Production service rate

Inventory turn

Production time

Return rate

Lead time

ROA (Return of assets)

35%

29%

28%

27%

25%

27%

22%

40%

NUMBER OF KPIS USED DEPENDING ON EBIT LEVEL

• Less than 2 KPIs • Between 2 and 4 KPIs used• 4 KPIs and above

0% to 5%

5% to 10%

10% to 15%

15% to 25%

EBIT (% to)

11%

39%

51%

14%

46%

40%

22%

38%

40%

28%

34%

38%


IN THIS DEMANDING ENVIRONMENT, DATA MANAGEMENT IS IDENTIFIED AS THE TECHNOLOGICAL PRIORITY BY SUPPLY CHAIN STAKEHOLDERS

Ensuring agility in an increasingly more complex Supply Chain may look like an unsolvable equation but to do so, technology could be a strong asset for Supply Chain stakeholders.

When asked about the next technological “big thing”, respondents have emphasized their need to manage data in a multitude of ways.

Data analysis (41%) and Internet of Things (39%) head the list. They allow both a live and broad picture of Supply Chain to be drawn trough many features: from real-time fl ow management to parcels track & trace and fi nancial control. In this transparent environment, via constant monitoring, optimization as well as improvement decisions are facilitated.

To support their desire to master reliable and robust processes, respondents also highlight Cloud Computing (39%) and Info security (31%) as key technologies. As the scope of Supply Chain activity is becomes wider and more strategic, the nature of information to be managed is indeed more sensitive.

Respondents have also expressed their wish to develop Predictive analytics (29%). This fi eld aims at reducing uncertainties and helping companies to optimize inventory and allow more accurate forecasting of demand peaks.

GAINING GROUND TECHNOLOGIES IN THE COMING YEARS

Data analysis

Internet of Things Connected devices

Cloud computing

Info security

Predictive analytics

Drones

Addictive manufacturing (3D printing)

The blockchain storage system

Apps

Mobile production units

Robots

RPA/Cognitive robotic

39%

39%

31%

29%

20%

22%

18%

25%

19%

22%

17%

41%

It is key to appreciate that the information created by data management will be only fully effective, if shared effi ciently with internal and external partners throughout the Value Chain.

Moderate attention has been paid to other forms of innovation (around 20% of respondents), such as additive manufacturing (22%), mobile production units (19%) or blockchain (18%). These are however still not considered as must-have for Supply Chain players.


AGILITY AND ACTIVE INNOVATION STILL HAVE A MODERATE IMPACT ON SUPPLY CHAIN PROCESSES

Improving and optimizing processes are identifi ed positively as drivers of innovation and change. But the path to the goal of widespread agility in Supply Chain is still seen as a long one.

Only a small majority of respondents declared they were advanced in innovative practices within their Supply Chain. Problem solving & continuous improvement warranted a score of 62%. With the exception of Process mapping (60%), the other elements of process optimization obtained no more than 55% of positive responses.

Surprisingly, even specifi c Supply Chain practices such as Process mapping (60%) or Lean management (55%) are far from being universal.

These moderate results could be explained by the fear of implementing uncertain practices, particularly while the current growing necessity of ensuring a reliable Supply Chain exists.

However, fi rst-in-class companies are agile and ready to invest in order to implement optimization of their Supply Chain. Thus, fi rms with an EBIT level above 10% are in a systematic way, more advanced in these fi elds than fi rms with an EBIT level under 10% (average gap of 12 points).

The potential for innovation however actually exists: Bimodal Supply Chains are currently gaining ground as they allow fi rms to innovate within specifi c strategic themes through “small steps” policies, without endangering the operational robustness of the whole organization.

IMPLEMENTATION OF PRACTICES WITHIN SUPPLY CHAIN

IMPLEMENTATION OF PRACTICES WITHIN SUPPLY CHAIN

Problem solving & continuous improvements

Process mapping

Benchmarks

Lean management

Ideation & experimentation

Open innovation

Business Case & Intelligent learning

60%

55%

55%

55%

53%

54%

62%

by EBIT level

• Firms with EBIT < 10% TO • Firms with EBIT > 10% TO

Problem solving & continuous improvements

Process mapping

Lean management

Open innovation

Ideation & experimentation

Benchmarks

Business Case & Intelligent learning

+ 14

+ 9 points

+ 11

+ 13

+ 13

+ 12

+ 10


THE NECESSARY DEGREE OF SPECIFIC KNOWLEDGE REQUIRED TO TACKLE SUPPLY CHAIN ISSUES INDICATES OUTSOURCING AS A SOLUTION

This whole analysis highlights a skill gap between what fi rms are and what they want (and need) to be in order to perform better.

The large number of issues highlighted and the necessary degree of specifi c knowledge and competencies required to tackle them, suggests outsourcing as a possible solution to balance a lack of specifi c operational expertise.

Supply Chains are open to outsourcing- 84% of respondents outsource their

transportation services, 65% do so for warehousing services

- On average, across all transportation modes, 48% of companies use several external suppliers

It is noted that 21% of respondents who do not currently rely on outsourcing have tested the option in the past but failed to fi nd the appropriate supplier.

REQUIRED EXPERTISEFOR SUPPLY CHAIN OUTSOURCING

IT & Tools

IT and human expertise

Some specifi c services

Human expertise

26%

22%

18%

33%

84% of respondents

outsource their transportation

services

65% do so for warehousing

services

48% of companies use several external suppliers, on

average, across all transportation

mode

SUPPLY CHAINS ARE OPEN TO OUTSOURCING

These fi ndings highlight the challenge for the Supply chain function to attract and retain talented people among their ranks.

Above all, fi rms demand combined IT & Tools management, as well as an operational, expertise.


Now almost universally considered as a source of competitive advantage enabling companies to grow, the best performers have positioned Supply Chain management at a strategic level.

At the crossroads of Strategy, Marketing, Sourcing, Manufacturing, Business Development and Customer services, Supply Chain has become the key strategic “hub” of companies’ activities.

The objectives and operational priorities of Supply Chain are moving from a cost-oriented approach to a more demand and value-oriented approach, in order to maintain the high level of service increasingly demanded by customers.

In the wake of globalization and rampant digitalization, commercial trade fl ows have evolved dramatically. Both the volume and the scope of services managed within Supply Chain have reached unprecedented levels.

STORY LINE

EXECUTIVE SUMMARY


Supply Chain complexity has been growing due to the multiplication of players, sourcing channels, transportation modes and the geographical areas involved. In addition, specifi c local regulations or the varying levels of maturity exhibited by suppliers result in increased operational diffi culties.

It is undeniable that this visibility is still blurred and incomplete being focused as it is, mainly on direct partners relationships. A restricted measurement of internal performance also limits the overall outlook.

In the meantime, each player affects the chain’s performance and is progressively more dependent on the performance of both its direct and indirect partners. To gain effi ciency, fl exibility and to be able to answer customers’ needs in real-time, companies share the common ambition to achieve true end-to-end visibility and transparency along the entire Supply Chain.

Companies with agility and innovative approaches appear to be more profi table in this very volatile environment. The strategic and tactical imperatives highlight a need for specifi c operational expertise, that in some cases could be fi lled by outsourcing.

Overall, companies know where the pain points are and the objectives they wish to attain but the ways in which to move forward are still many and long.


Find us on LinkedIn: GEODIS | Supply Chain

Optimization

Further information about our Supply Chain

Optimization expertise on www.geodis.com

If you have any question on this white paper, contact us at [email protected]


2017 SUPPLY CHAIN WORLDWIDE - GEODIS

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